|
|
An Outline Of The 4E's Framework
This framework is developed by D' SIA Consulting Network Pte Ltd, http://www.dsiaconsulting.sg/ . This 4-part assessment tool examines the whole organization's management systems and processes within four perspectives, namely Effectiveness, Efficiency, Economy and Empowerment for breakthrough performance. The four perspectives are interdependent, and must be regarded as such in achieving optimum results.
The framework is cross-functional, and rid of technical jargons and terminologies for easy assimilation by users who are not comfortable with management philosophies and theories. It is also designed for the benefits of junior managers and workers down the line to better appreciate what is required of them to contribute to their organization's excellent performance and productivity. It also serves to integrate new corporate plans after examining their implications within the four perspectives, and making the necessary adjustments to achieve optimum results.
Business Excellence Assessment Tool
The four perspectives offer a better assurance of completeness in assessing an organization's management systems and processes. We have done extensive research on alternative models currently in use, and realised that the coverage or emphasis do not appear to be consistent.
One extreme examines aspects such as 'Process Management' and 'Management Vision and Leadership', while the other extreme covers 'Leadership', 'Customers', 'People', 'Information', et cetera. The 4Es framework is meant to be user-friendly, and the captions and terms are kept simple throughout. The framework is not laced with management jargons, and users need not be profound thinkers or practitioners of management philosophy. To this, we appreciate all feedback and comments on how we could further improve the framework, dsia@4e-framework.com.
We now invite you to Click here for a glimpse of what a general assessment of one's organization would be like under the 4 perspectives.
It is our intention to develop assessments relevant to specific industries/sectors over time, and we invite you to look up for this space periodically for the latest insertion.
Business Health Diagnostic Tool
This framework can also be adapted to determine the status quo of a business relative to some pre-determined targets or expectations. More importantly, key areas for improvement would also be identified through the process; and timely corrective actions taken to steer the business out of the doldrums.
Diagrammatically, one adaptation could be depicted as follows:
The framework is cross-functional, and rid of technical jargons and terminologies for easy assimilation by users who are not comfortable with management philosophies and theories. It is also designed for the benefits of junior managers and workers down the line to better appreciate what is required of them to contribute to their organization's excellent performance and productivity. It also serves to integrate new corporate plans after examining their implications within the four perspectives, and making the necessary adjustments to achieve optimum results.
Business Excellence Assessment Tool
The four perspectives offer a better assurance of completeness in assessing an organization's management systems and processes. We have done extensive research on alternative models currently in use, and realised that the coverage or emphasis do not appear to be consistent.
One extreme examines aspects such as 'Process Management' and 'Management Vision and Leadership', while the other extreme covers 'Leadership', 'Customers', 'People', 'Information', et cetera. The 4Es framework is meant to be user-friendly, and the captions and terms are kept simple throughout. The framework is not laced with management jargons, and users need not be profound thinkers or practitioners of management philosophy. To this, we appreciate all feedback and comments on how we could further improve the framework, dsia@4e-framework.com.
We now invite you to Click here for a glimpse of what a general assessment of one's organization would be like under the 4 perspectives.
It is our intention to develop assessments relevant to specific industries/sectors over time, and we invite you to look up for this space periodically for the latest insertion.
Business Health Diagnostic Tool
This framework can also be adapted to determine the status quo of a business relative to some pre-determined targets or expectations. More importantly, key areas for improvement would also be identified through the process; and timely corrective actions taken to steer the business out of the doldrums.
Diagrammatically, one adaptation could be depicted as follows:
 |
Your response to each of the questions will be scored accordingly from 0 through 2. '0' for a 'Not Done' or 'Not Sure' response, '1' for 'Being Done' and '2' for 'Done'. A total score on completing all questionaires will point to one of the following outcomes:
Excellent ! You may proceed to build on your strengths for further growth
Well Done ! Do remember your areas for improvement
Satisfactory ! Seek professional services early to shorten your learning curve
URGENT ! We need to talk. Email us: dsia@ymail.com
A built-in counter will, eventually, be used to add up the total score for your convenience. Temporarily, we would have to settle for an arbitrarily-derived outcome. As an illustration, if your responses to all the questionaires were 'Done'; then you would have scored 'Excellent' as your outcome.
On the other extreme, you would have an 'Urgent' situation of seeking professional consultation if you had considered all your responses to be 'Not Done'. Likewise, if you had not been able to come to a conclusion on whether or not all or most of the aspects under examination had been well taken of in your organization.
Our Disclaimer We have to emphasize that this on-line exercise must never be held to be a definitive indication of the true and final interpretation of the measure of business excellence at your end.
It is not intended to address the issue of business excellence of any specific organization, or that the outcome will continue to be reliable in the future. No one should act on the outcome without further professional advice after a thorough examination of the specific circumstance.
Excellent ! You may proceed to build on your strengths for further growth
Well Done ! Do remember your areas for improvement
Satisfactory ! Seek professional services early to shorten your learning curve
URGENT ! We need to talk. Email us: dsia@ymail.com
A built-in counter will, eventually, be used to add up the total score for your convenience. Temporarily, we would have to settle for an arbitrarily-derived outcome. As an illustration, if your responses to all the questionaires were 'Done'; then you would have scored 'Excellent' as your outcome.
On the other extreme, you would have an 'Urgent' situation of seeking professional consultation if you had considered all your responses to be 'Not Done'. Likewise, if you had not been able to come to a conclusion on whether or not all or most of the aspects under examination had been well taken of in your organization.
Our Disclaimer We have to emphasize that this on-line exercise must never be held to be a definitive indication of the true and final interpretation of the measure of business excellence at your end.
It is not intended to address the issue of business excellence of any specific organization, or that the outcome will continue to be reliable in the future. No one should act on the outcome without further professional advice after a thorough examination of the specific circumstance.
Productivity Training Tool
According to the Japanese Kaizen philosophy, productivity must be considered as an endless marathon of continuous improvements over time. The 4Es framework could serve as a 'mental backdrop' for a worker to determine whether his intended action to defuse a difficult situation would be considered as his contribution to his organization's goals - for instance, in helping to keep a customer ( that is, Effectiveness ).
The ultimate goal of productivity is to ensure that a worker works less ( that is, Efficiency ), and yet produces the same or even higher output; or the same but yet produces a higher output ( that is, Effectiveness). Both possibilities can be achieved through improvements in work procedures ( that is, Efficiency ) and methods ( that is, Efficiency and/or Economy ). Automation ( that is, Efficiency and/or Economy ), training ( that is, Effectiveness, Efficiency and/or Economy ), and better planned working hours ( that is, Efficiency and/or Effectiveness ) are other examples of improving productivity.
Productivity must never be implemented top-down. Often, workers are the ones who know best how to make their jobs more Efficient.
Read ' Reexamine Productivity From 4 Perspectives '
The ultimate goal of productivity is to ensure that a worker works less ( that is, Efficiency ), and yet produces the same or even higher output; or the same but yet produces a higher output ( that is, Effectiveness). Both possibilities can be achieved through improvements in work procedures ( that is, Efficiency ) and methods ( that is, Efficiency and/or Economy ). Automation ( that is, Efficiency and/or Economy ), training ( that is, Effectiveness, Efficiency and/or Economy ), and better planned working hours ( that is, Efficiency and/or Effectiveness ) are other examples of improving productivity.
Productivity must never be implemented top-down. Often, workers are the ones who know best how to make their jobs more Efficient.
Read ' Reexamine Productivity From 4 Perspectives '
